Why Employers are Turning to Psychometric Testing to Find the Right Candidate Fit

As we near the end of 2025, the majority of South Africans are counting down the days to a well-deserved holiday. Employers, on the other hand, are on the lookout for new team members who have the right skills and aptitudes to help them take their businesses to the next level. However, in today’s competitive market, just doing background checks is not enough to find the right person for the job. The best hiring strategies make use of background checks coupled with psychometric testing to validate credentials. By integrating psychometric insights into the recruitment process, employers gain a clear view of not only the candidate’s skills but their integrity as well.

“While background screening can verify what a candidate has done, psychometric assessments uncover who they are, how well they will fit, and how well they will perform within an organisation,” says Jenifer Barkhuizen, Head of Marketing at Managed Integrity Evaluation (MIE), a business unit of Mettus. “Through the use of psychometric assessments, employers have peace of mind in knowing that they are protected from the risks associated with hiring unqualified or dishonest individuals. This reduces legal and financial implications and maintains workplace safety by identifying potential risks before they set foot into the building.”

Unlike a CV, psychometric testing provides a data-driven view of a candidate’s true capabilities. When properly designed and role-specific, these assessments can reveal cognitive and problem-solving abilities, as well as personality traits that cannot be measured ‌using traditional methods. When combined with background checks, these assessments give employers an objective, evidence-based understanding of a candidate and reveal genuine capability, cultural fit, and leadership potential.

How MIE talent assessments assist employers

As a leading solutions provider, MIE’s talent assessment solutions aid recruiters in finding the ideal candidate. They include built-in validity checks to ensure results are authentic and reliable, making manipulation highly unlikely. When properly validated, these assessments minimise bias and support fair, consistent, and equitable hiring decisions.

“As MIE, we have seen an 81% year-on-year increase in competency assessments, while integrity assessments have grown by as much as 84%. These assessments deep dive into who the person is, how they make decisions, and the types of decisions they make when faced with a challenge,” adds Barkhuizen. 

However, for employers utilising such tools, Barkhuizen notes that there are challenges to ensure accurate measurements. Here, skewed results can arise from time pressures, unclear testing objectives, poor interpretation, or the use of assessments that are not scientifically validated. It is therefore important to remember that psychometric assessments should be used to complement rather than replace human judgment.

To ensure fairness, compliance, and data protection throughout its assessment process, all MIE tests are standardised, job-relevant, and designed to be accessible to all candidates. The company prioritises data privacy, and only collects necessary data with consent, which is then stored securely with strict access controls.

“As the workplace continues to evolve, hiring the right person has never been more complex or more critical. The future of recruitment must combine human insight with objective data for smarter, fairer hiring decisions. Only then can we ensure that the right candidate receives the right role, and ultimately, helps drive business success,” concludes Barkhuizen.

The world we live in is becoming increasingly volatile, uncertain, complex and ambiguous (VUCA), and the world of work in particular has borne the brunt of recent developments brought about by the global pandemic, and the need to adapt to the “new normal”. These characteristics of our new operating environments make it difficult for leaders, managers and employees to articulate their concerns, and can cause feelings of apprehension, fear and worry, resulting in heightened emotions. This, in turn, can lead to explosive situations, which could result in irreversible damage to individuals, teams and organizations. So, how can EQ bring change?

According to a study published by Gartner, emotional intelligence (EQ) accounts for more than 90% of a person’s performance and success in a leadership role. The Center for Creative Leadership also notes that 75% of careers are derailed for reasons related to emotional competencies, including inability to handle interpersonal problems; unsatisfactory team leadership during times of difficulty or conflict; or the inability to adapt to change or elicit trust.

“EQ is clearly a critical component in all workplace relationships, but what is often less clear is how organizations should go about ensuring that this ability is identified and developed in their people,” says Michelle Baron-Williamson, CEO of Managed Integrity Evaluation (MIE).

“The first step is to assess the existing EQ levels of the current workforce. A thorough assessment should measure an individual’s self-awareness, as well as how they manage their own emotions, and apply this effectively when engaging with those around them. This includes the individual’s overall wellbeing, self-management and self-control, inclination to nurture relationships and have solid interpersonal relationships, as well as stress management.”

Gartner notes that one of the primary reasons for measuring the EQ of individuals is that in the drive to improve organizational decision-making capabilities, companies need to move EQ from the realm of personal competency to an enterprise-level discipline.

“The days of people working alone behind a desk, interacting only via formal, structured exchanges, are long gone,” explains Baron-Williamson. “We have moved to team-focused, project-based and inter-disciplinary environments that see people interact with others at various levels in their organization, several times a day. Teams are expected to perform and innovate as a unit and are measured by their ability to execute outputs effectively. This increased team interaction means more focus on emotional and social interaction, and on the individual’s ability to manage these for the benefit of the team, and greater organization.” MIE offers assessments that help determine an individual’s EQ levels and can help leaders and managers decide how best to support that individual to develop their EQ further.

“This investment in development will result in a more emotionally agile workforce that is able to work cohesively, connect emotionally and make better decisions,” concludes Baron-Williamson. “An organization’s culture has a direct impact on financial performance, and it is our responsibility as leaders to shape this culture.  Tools such as EQ assessments are an excellent place to start.”

South Africa is well into the fifth month of the national lockdown measures implemented to combat the spread of the novel Coronavirus (COVID-19). With a higher acceptance of the realities of our new normal, businesses are actively working on their recovery strategies – and recognizing that talent management remains a key component to this. Not only will the right talent, in the right positions, with the right support be critical to business recovery, but bringing the best possible graduate talent ‘into the fold’ enables longer-term success.

News of private sector retrenchments – together with the fact that students have largely not been able to attend classes this academic year – may lead one to believe that graduate opportunities for the remainder of 2020 will be limited. “However”, says Michelle Baron-Williamson, CEO of Managed Integrity Evaluation (MIE), “businesses that offer graduate programmes, as part of their talent management strategy, are likely to continue with their plans for 2020-21, even if it is at a reduced scale. This highlights the need to appropriately assess graduate candidates to ensure businesses can still gain maximum impact from their respective programmes.”

Talent pipelines are still open “Graduate recruitment programmes are important for fast-tracking employees to a more senior level or bringing in new, young talent, for businesses that take a sustainable view of talent management. And we are still seeing these opportunities arise,” Baron-Williamson says.

In fact, according to the SAGEA Employer Benchmarking Survey 2020, a third of employers surveyed confirmed that their primary purpose in recruiting graduates is to fast-track them into a leadership development programme. The survey further qualified that the employers surveyed had on average received up to 2000 graduate applications for this year, with a quarter of employers receiving more than 5000 applications, each.

“Attracting the right graduates can often mean screening over 80 applications per vacancy and selecting graduates that are a good fit from both a skill set, and a corporate culture and values, point of view – which is already a challenge for many businesses,” indicates Baron-Williamson.

The right tools for the job MIE’s Graduate Solution is one example of a tool that recruiters can use to streamline their screening, assessment and selection processes. Coupled with specialist advise and support from the company’s Assessments professionals, such a solution can assist recruiters with early identification of key strengths and development areas, while also offering recruiters insights into each candidate’s potential performance metrics – to better assist recruiters and work teams with their candidate on-boarding and with putting the right support and career development structures in place.

“Bringing good entry-level talent into a business is still a key part of successful, sustainable talent management. I am confident that graduate opportunities will remain despite the challenges brought about by the novel pandemic. However, for businesses and graduates to get the most out of these programmes going forward, it will be necessary to put support in place that is adapted to the changed way of working, to supplement existing programmes and fast-track each candidate’s personal professional development in this ‘new normal’,” Baron-Williamson concludes.